Centurion Motor Exchange Business Plan — Management and Organisation

The management, sales and workshop establishment required to run a volume retail dealership.

Section 13 of 28

Management and Organisation

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An experienced two-founder team with a lean head office and site-level accountability

The Company is led by two founders with complementary skills: a Managing Director and Dealer Principal with more than 15 years in franchised and independent used-vehicle management, and a Finance and Operations Director with dealer-group finance, F&I compliance and floor-plan management experience. Each site is run by a Sales Manager accountable for volume, gross profit and stock age.

Board of directors

Independent chair; 2 Founder directors; 2 Investor directors
Audit & risk committee from FY30

Managing Director & Dealer Principal

Strategy, buying, pricing
Bank and fleet relationships
Site managers report here

Finance & Operations Director

Finance, floor-plan, treasury
Compliance officer (FAIS, FIC Act, POPIA)
HR, IT, facilities

Marketing & Digital Lead

Listings, website, paid media
CRM and lead response
Brand and reviews

Site Sales Manager (per site)

5 sales executives
CRM agent / receptionist
Delivery & yard staff

F&I Manager (per site)

Bank submissions
Value-added products
Deal documentation

Buying & Workshop (per site)

2 vehicle buyers; stock controller
Workshop foreman; 3 prep technicians
Admin & licensing clerks

Table 13.1: Headcount and cost-to-company assumptions (FY28 terms)

Role	Level	Headcount	Basic package (R000)	Total (R000)
Managing Director & Dealer Principal	HQ	1	1,080	1,080
Finance & Operations Director	HQ	1	900	900
Marketing & Digital Lead	HQ	1	420	420
Sales Manager	Site	1	780	780
F&I Manager (plus 10% of F&I income)	Site	1	480	480
Sales Executives (plus R2,600 per unit)	Site	5	216	1,080
Vehicle Buyers (plus R900 per unit)	Site	2	360	720
Stock Controller / Pricing Analyst	Site	1	360	360
Admin & Licensing Clerks	Site	2	264	528
CRM Agent / Receptionist	Site	1	192	192
Workshop Foreman	Site	1	420	420
Prep Technicians & Valeters	Site	3	168	504
Drivers & Yard Marshals	Site	2	150	300
Site 1 basic packages		19		5,364
Employer costs, training, uniforms (c. 17%)				936
Site 1 payroll in model		19		6,300
Head office payroll in model		3		2,400
Site 2 payroll in model (shares stock control and marketing)		18		5,700

Salaries escalate at 6% a year. Group headcount: 22 in FY28–FY29, 40 from FY30. Variable pay is modelled separately: FY29 commissions R3.2m.

Governance and incentives align management with gross profit and stock discipline

Governance

Five-member board meeting monthly in year one, then quarterly.
Reserved matters: new sites, debt, capex > R500k, related-party transactions, dividends.
Monthly management accounts within 10 working days; annual audit.
Quarterly covenant certificates to lenders.

Incentives

Sales: per-unit commission plus a gross-profit accelerator.
Buyers: per-unit fee, clawed back on vehicles auctioned at a loss.
F&I: 10% of F&I income, subject to compliance audit.
Management: bonus pool capped at 5% of EBITDA above budget — paid only from outperformance and not included in the base case.

Table 13.2: Management KPIs

Executive	Primary KPIs
Managing Director	Retail units; gross profit per unit; EBITDA; aged stock %; customer rating
Finance & Operations Director	Cash and floor-plan headroom; DSCR; compliance findings; working-capital days
Site Sales Manager	Units; conversion; lead response time; repeat and referral share
F&I Manager	Finance penetration; product income per unit; approval rate; complaints